1 / 34

WELCOME Leading and managing effective teams and work groups

WELCOME Leading and managing effective teams and work groups. “No one can whistle a symphony. It takes a whole orchestra to play it .” Harlford E. Luccock. PUZZLED. Think about your work environment and the people with whom you work most closely.

luna
Download Presentation

WELCOME Leading and managing effective teams and work groups

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. WELCOMELeading and managing effective teams and work groups “No one can whistle a symphony. It takes a whole orchestra to play it.” HarlfordE. Luccock

  2. PUZZLED

  3. Think about your work environment and the people with whom you work most closely. IN A WORK GROUP OR ON A TEAM

  4. WORK GROUP AND TEAM CHART

  5. “We Trained Hard… but every time we were beginning to form up into teams, we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.” Written in 210 B.C. Petronius Arbiter TEAMTHINK

  6. TYPES OF TEAMS

  7. TEAM PERFORMANCE CURVE (Katzenbach & Smith, 2006)

  8. HIGH-PERFORMING TEAMS Purpose and Values Empowerment Relationships and Communication Flexibility Optimal Performance Recognition and Appreciation Morale (Blanchard, Carew, & Parisi-Carew, 2009)

  9. TEAM CHARTER MODEL (Blanchard, Carew, & Parisi-Carew, 2000)

  10. AN EMPOWERED ENVIRONMENT

  11. MORALE: THE FOUR STAGES

  12. LEADERS MODEL EMPOWERED BEHAVIOR

  13. For me, exploration is about that journey to the interior, into your own heart. I’m always wondering, how will I act at my moment of truth? Will I rise up and do what’s right, even if every fiber of my being is telling me otherwise? Ann Bancroft VISION OF TEAMS Create a Shared Vision Learn as a Team Take Action!

  14. “Vital Friend” n. 1.someone who measurably improves your life. 2. a personat work or in your personal life whom you can’t afford to live without. VITAL FRIENDS

  15. EIGHT VITAL ROLES Builder Champion Collaborator Companion Connector Energizer Mind Opener Navigator

  16. SOLVING A TEAM MYSTERY

  17. YOUR ROLE AS TEAM LEADER Table Group Activity What is your role as a team leader? What are your responsibilities?

  18. PRINCIPLES OF TEAM DEVELOPMENT (MacMillan, 2001) Teams and team development are about results. Know what you are trying to build. Team development is a process, not an event. “Just in time” is the best time for training. Development must be a felt need of the team. Team development demands a safe environment. Use the work of the team to build the team. There are no shortcuts to team effectiveness. Willingness precedes skills. Team leaders need a head start. TEAM DEVELOPMENT

  19. STAGES OF TEAM DEVELOPMENT

  20. HOW TEAMS BECOME DYSFUNCTIONAL (Lencioni, 2002) Remember, teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability. Patrick Lencioni

  21. DYSFUNCTIONAL TEAM MEMBER ROLES AND BEHAVIORS Stage Hog Cynic Joker Condescending Bullying Blocking Avoiding Withdrawing Dominating Self-Seeking

  22. Use the scale to indicate how each statement applies to your team. Evaluate the statements honestly and without over-thinking your answers. 3 = Usually 2 = Sometimes 1 = Rarely TEAM ASSESSMENT

  23. SCORING YOUR TEAM ASSESSMENT A score of 8 or 9 is a probable indication that the dysfunction is not a problem for your team. A score of 6 or 7 indicates that the dysfunction could be a problem. A score of 3 to 5 is probably an indication that the dysfunction needs to be addressed. (Lencioni, 2002)

  24. Make sure you have someone in your life from whom you can get reflective feedback. Warren Bennis TEAM COMMUNICATION FEEDBACK Benefits Giving to others Receiving from others

  25. The quality of a question is not judged by its complexity but by the complexity of thinking it provokes. Joseph O’Conner ASK QUESTIONS, LISTEN, AND TAKE ADVICE

  26. “Leadership is always dependent on the context, but the context is established by the relationships we value. We cannot hope to influence any situation without respect for the complex network of people who contribute to our organization.” Margaret Wheatley, 2001 TWELVE ANGRY MEN

  27. CONSENSUS How to reach consensus: Describe and clarify the decision to be made. Brainstorm options for consideration. Determine criteria for the decision. Essential vs. Desirable Need vs. Want Lead an evaluation of the options based on criteria. Help the team agree on a decision. Confirm each team member’s commitment to the decision. Plan action steps.

  28. EFFECTIVE MEETINGS

  29. CHECK-IN ACTIVITIES Check-ins are brief and non-threatening. They are a fun way of sharing information by each team member. The purpose is to bring group attention at the beginning of a meeting.

  30. REWARDS AND RECOGNITION

  31. HOW FULL IS YOUR BUCKET?

  32. SENSE OF A GOOSE

  33. BUILDING MY ALIGNMENT PLAN (MAP)

  34. WRITING AND REFLECTION Record two to three ideas or issues that came out of the discussion that were most meaningful to you.

More Related